The average organization is losing an amount equal to $1 million dollars each year that better leadership practices could prevent according to recent white paper from The Ken Blanchard Companies. So why isn’t there a greater sense of urgency to change things? Of course, it’s different in different organizations, but here is one of the most overlooked reasons why organizational practices don’t change—even when there is evidence that it could have a strong financial benefit.
Sometimes knowing can seem like doing.
According to authors Jeffrey Pfeffer and Bob Sutton, organizational inaction can often be traced to a basic human propensity: the willingness to let talk substitute for action. In their classic Harvard Business Review article, The Smart-Talk Trap authors Pfeffer and Sutton explain that in business, “When confronted with a problem, people act as if discussing it, formulating decisions, and hashing out plans for action are the same as…
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